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Agenda
Introduction to Wawa
Team Structure
Process Design Methodology
Plan
Design
Build
Transition
Conclusions & Lessons Learned
Questions & Answers
3 Distinct Businesses:
Convenience
Quick-Serve Restaurant
Fuel
17,000 Associates
$7 Billion in Revenue
www.wawa.com
Coming to Florida 2012
27 June 2011 | ProcessWorld 2011 | 3
580 Stores
$7 B
ASRS
Automated
Storage &
Retrieval System
Wawa Opens
1st Gas Store
1995
1994
2000
1997
X Stream
Redesign of
Supply Chain
2003
New CEO
&
N-Zone
SAP/ERP
Project
2005
2005
Enter
New
Market
Process by
Projects
CFQ
Implement
New HRIS
&
POS
Introduce
Systems
Lottery
Incremental
Improvement
Big
Change
27 June 2011 | ProcessWorld 2011 | 4
Processes: Increase
value to the customer
by continuously
improving service
and speed and
reducing costs
Lessons Learned
Prior to ARIS
Drive process thru projects/programs
Find willing business leaders to build credentials
Sustainability is hard
Senior leadership must promote process centricity
Process Improvement
Process Design Leadership
E2E Process Documentation
Impact Assessment
Metrics Identification & Delivery
Enterprise Information Mgmt
ARIS System Administration
ARIS Repository Governance
Business Intelligence
Develop Enterprise Data Solutions in BW
to Satisfy Cross Functional Needs
Support Operational BW & BIA Systems
Design Solutions to Deliver EIM
Program Management
Standard Methodology for
Project Mgmt & Governance
Manage Enterprise Programs
(IT and Business)
Develop Project Mgmt Competency at
Wawa
Change Management
SEAMLESS Change Mgmt Execution
Communication Management
Business Readiness Assessment
Implementation Monitoring & Metrics
WorkOut Process Delivery
BT Competency Development &
Delivery
Design
Build
Transition
Scope
Process
Challenge
Existing
Process
Build Models
in ARIS
Validate
Model
Research
Industry Best
Practice(s)
Review
Industry Best
Practice(s)
Conduct Peer
Review
Obtain Sign
Off
Decompose
Process
Design New
Process
Prioritize
Process
Design Work
Identify
Metrics
Estimate
Resources
Assess
Change
Impact
Publish Model
Plan
Scope
Process
Research
Industry
Best
Practice(s)
Decompose
Process
Prioritize
Process
Design
Work
Estimate
Resources
Utilize BPM
estimating model
to estimate time
Acquire Sites
Plan Network
Construct Stores
Manage Portfolio
Assess Portfolio
Select Markets
Optimize Markets
Optimize Sub-Markets
Appeal Taxes
Manage Contractors
Close Stores
Assess Sites
Design Prototype
Approve Sites
Legend
Level 1 - Core Process
Level 2 - Process
Level 3 - Sub Process
Level 4Legend
- Activity
Level 1 - Core Process
Level 2 - Process
Level 3 - Sub Process
Level 4 - Activity
Negotiate Leases
Build Stores
Remodel Stores
Secure Entitlements
Post Securities
Open Store
Process
Decomposition Example
Improve Sites
Level
3
4
4
4
5
5
5
5
5
5
5
5
5
5
5
5
5
5
1
2
4
9
62
78
Model
Type Develop
Build
VACD
Low Medium
EPC Medium High
EPC Medium High
VACD Medium High
EPC
Low
Low
EPC
Low
Low
EPC
Low Medium
EPC
Low Medium
EPC
Low Medium
EPC
Low Medium
EPC
Low Medium
EPC
Low Medium
EPC
Low Medium
EPC
Low Medium
EPC
Low Medium
EPC
Low
Low
EPC
Low
Low
EPC
Low
Low
Review
Low
Low
Low
Low
Low
Low
Low
Low
Low
Low
Low
Low
Low
Low
Low
Low
Low
Low
Est.
Hours
Act.
Hours
6
13
13
13
4
4
6
6
6
6
6
6
6
6
6
4
4
4
119
7.0
11.0
1.5
2.5
3.0
3.5
5.0
4.0
4.5
6.0
2.5
3.0
Model
Status
%
Comp
First Draft
75%
Not Started
0%
First Draft
75%
First Draft
75%
Not Started
0%
Not Started
0%
Started
25%
First Draft
75%
Started
25%
Owner Review/Signoff
100%
Design Team Review
100%
First Draft
75%
First Draft
75%
First Draft
75%
First Draft
75%
Not Started
0%
Not Started
0%
Not Started
0%
53.5
Model Status
Not Started
Started
First Draft Complete
Design Team Review
Owner Review/Signoff
62
4
11
1
1
Percent
47%
27 June 2011 | ProcessWorld 2011 | 13
Design
Challenge
Existing
Process
Understand process
Identify issues with
current process
Determine if issues
result from
design or
execution
problems
Review
Industry
Best
Practice(s)
Challenge the best
practice
Challenge ourselves
to accept the
best practice
Design
New
Process
Identify
Metrics
Assess
Change
Impact
Start with the end in Answer the question Answer the question
mind
How will we
What other
know if the new
than the process
Identify primary
design performs as
needs to change?
designed?
value-added
activities
Identify linkages to
Identify R and P
other processes
Construct the
measures that
process flow
drive execution,
Identify everyone
quality, and
affected by the
Challenge the new
accountability
new design
design
the process
Build
Build
Models
in ARIS
Build ARIS folder
structure to match
process decomposition
Value Added Chain
Diagram VACD
(Levels 1 3)
Event-Driven Process
Chain - EPC
(Level 4)
Conduct
Peer
Review
Evaluate model(s)
against established
methods and
conventions
utilizing checklist
Identify problems and
fix them early in
the lifecycle
Functional Allocation
Diagram - FAD
(Level 5)
Level 0
Level 1
Levels 0 thru 5
define what
we do!
Level 2
Level 3
Level 4
Level 5
Processes
Comprised of Sub-Processes
Sub-Processes
Comprised of Activities
Activities
Comprised of Tasks
Tasks
Comprised of Procedures
Procedures
Model Type
Example
EPM
EPM
VACD
Buy to Sell
VACD
Manage
Product Offer
Manage
Dairy Offer
VACD
EPC
Maintain Dairy
Inventory
FAD
Order Milk
Job Aids
Transition
Validate
Model
Move model into QA
environment
Collect feedback
Edit model in DEV
environment
Move model back
into QA
environment
Obtain Sign
Off
Review edited
model with
business
owner(s)
Obtain business
owner sign off
Publish
Model
Move approved
model into PROD
environment
Review model in 90
days
Establish
maintenance
schedule with
business owner
Conclusions
Started with
2008
Today
2011
Reduced new store costs by 5% to 10% per year for the past 3 years
Realized $16 million in cost savings through 2010
Lessons Learned
Need a methodology
Get involved at the beginning of projects
Execute model peer reviews
Group folder structure should follow process decomposition
Utilize ARIS Business Publisher from the start
Weekly business process design meetings
Install ARIS with Software AGs assistance vs. them doing the work
Removed model ID attribute
Contact Information
Established 1803
Diane Schade
Lead Process Architect
Tel 610.361.3874 / Cell 610.742.8020 / Fax 610.558.6700
diane.schade@wawa.com / www.wawa.com
Wawa, Inc. / 260 W. Baltimore Pike, Wawa, PA 19063
Established 1803
Mark McClure
Sr. Business Process Designer
Tel 610.558.8587 / Cell 610.308.9707 / Fax 610.558.6700
mark.s.mcclure@wawa.com / www.wawa.com
Wawa, Inc. / 260 W. Baltimore Pike, Wawa, PA 19063
Questions?
Appendix
ARIS
Process
Modeling
Object
Job-Aid
Assignment
AND
OR
XOR
Posters
in our
Business Transformation
Conference Room
2.
What must we build into the new process to overcome these challenges?
3.
4.
5.
What are the primary 5-7 activities within the process? Is this design an
industry best practice?
6.
What is the process flow and the dependencies among these activities?
7.
Which are the critical activities within the process and what metrics can
we put in place to monitor/control them? (P Measures)
8.
How do we measure success for the end activities and results? (R Measures)
9.
Metrics Questions
Are your Metrics Relevant?
Do they tell you what you need to know?
Are they Actionable
Can you do something with the data?
Can they/Are they being Monitored?
Has the owner been identified?
Is someone following up?
Impact Assessment
Create a list of everyone who is impacted by the design
and implementation of the new process
Identify the role(s) for everyone on the list:
Responsible for performing the new process, these individuals
need to be informed, prepared and trained
Thank you!